Team size: approx. 90

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

Our Legal, IP & Business Ethic’s strategy is closely aligned with the Coloplast Group Strategy. Group Legal, IP & Business Ethics is close to the commercial organisation and in detail familiar with key priorities across business areas and act as business partners across the organisation. By doing so, we ensure allocating time where there is most impact, most value creation and best risk mitigation. In periods of instability or crises, the Group Legal, IP and Business Ethics team work closely with the impacted parts of the organisation and proactively guide the organisation through the challenges in question.

What are the major cases or transactions you have been involved in recently?

Coloplast recently divested its core skin care business and all legal workstreams were managed by Group Legal, IP & Business Ethics, which now also includes separation work. In addition, the team have recently rolled out a global Contract Lifecycle Management system to facilitate better internal processes and reporting. Currently, global trading and tariffs are high on the agenda and the team are managing this effort. In addition, Coloplast is currently working on a global scale to integrate large acquisitions requiring a significant effort across group legal.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Running a relatively large Legal, IP & Business Ethics organisation requires a substantial focus on operational excellence. The regulatory landscape is becoming ever more complex putting more pressure on Legal, IP & Business Ethics functions. In addition, working in a growing company also increases the ongoing need for additional support. Combining this with pressure on costs requires that Legal, IP & Business Ethics functions to a much larger extent apply technology to continue to deliver value for the companies of which they are a part. Translation tools, language models, automation and AI are technology that must become everyday life for Legal, IP & Business Ethics functions going forward. Transactional and routine-based tasks much be handled spending less time allowing the professionals to spend their time on more complex matters creating value for the company. We are already working with translation tools, automation and AI/GenAI and as an example have GenAI avatars conducting a significant amount of our training leading to more flexibility for users and more languages being available. We work proactively with technology within Group Legal, IP & Business Ethics and have defined a tech-roadmap setting out the use cases, where we believe technology should play a part, near term. In addition, we are working closely with IT from a technical perspective to partner on future solutions.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?

Global trade plays a very significant role currently for global companies and this also goes for Legal, IP & Business Ethics functions. Tariffs, sanctions and localization requirements makes is increasingly more complex to operate a global business.